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1دورية أكاديمية
المؤلفون: Ghafoor, Saad, Grigg, Nigel Peter, Mann, Robin
المصدر: Measuring Business Excellence, 2021, Vol. 26, Issue 4, pp. 397-416.
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2دورية أكاديمية
المؤلفون: Rajagopalan, Jayaraman
المصدر: Measuring Business Excellence, 2020, Vol. 25, Issue 2, pp. 189-215.
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3دورية أكاديمية
المؤلفون: Jose Arturo Garza-Reyes, Fred Visnevskis, Vikas Kumar, Jiju Antony
المصدر: Measuring Business Excellence, 2015, Vol. 19, Issue 4, pp. 1-16.
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المؤلفون: Robin Mann, Nigel P. Grigg, Saad Ghafoor
المصدر: Measuring Business Excellence. 26:397-416
مصطلحات موضوعية: Organizational Behavior and Human Resource Management, Quality management, Knowledge management, Excellence, business.industry, media_common.quotation_subject, EFQM Excellence Model, Business excellence, Business, Engineering design process, General Business, Management and Accounting, Custodians, media_common
الوصف: Purpose This paper aims to investigate how business excellence (BE) custodians (BECs) design, develop and modify their BE frameworks (BEFs) and to provide a general framework for reviewing BEFs. The design process is important to understand as these BEFs are used to help organisations understand the components of BE to guide them towards world-class performance. Design/methodology/approach The first step was to identify all the BE awards (BEAs) worldwide and their BEFs by conducting a review of publicly available sources. This research was then limited to only those BEAs that were held no more than two years ago. Of these, 29 BECs (with active BEAs) in 26 countries agreed to participate in the research. Data was collected with the help of a survey and 13 BECs also undertook optional follow-up interviews. Findings In total, 56 countries and regions have 65 active BEAs with another 17 countries having BE initiatives. The EFQM excellence model and the Baldrige excellence framework are used by 37.7% and 14.5% of BECs worldwide, respectively. In total, 58.3% of the BECs review their BEFs once every three years or sooner, 100% of the BECs are confident in their BEFs’ fundamental concepts and 96.5% in their categories. There are fewer active BEAs now and the use of BE is potentially decreasing which suggests that more effort is required by the BECs in promoting BE. Originality/value This research collects data directly from the BECs on how BECs design and develop BEFs and provides a general framework for reviewing BEFs.
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المؤلفون: Jayaraman Rajagopalan
المصدر: Measuring Business Excellence. 25:189-215
مصطلحات موضوعية: Organizational Behavior and Human Resource Management, Quality management, Total quality management, Process management, media_common.quotation_subject, 05 social sciences, General Business, Management and Accounting, Case method, Excellence, EFQM Excellence Model, Role model, 0502 economics and business, 050211 marketing, Business, Literature survey, PDCA, 050203 business & management, media_common
الوصف: Purpose The purpose of this study is to find out the reasons why companies achieve different results in following different business excellence (BE) models. This has been done using a case study method, selecting to illustrate the actions taken and the results achieved by two role model companies, one following the Malcolm Baldrige model (MBM) and the other following the European Foundation for Quality Management (EFQM) model. Design/methodology/approach The research design adopted is as follows: examine the literature of Total Quality Management (TQM) and BE, with specific reference to practices and happenings in Indian industry, to identify the key themes; analyse the research questions RQ1and RQ2 as mentioned above, using the learnings from the literature survey in a qualitative way. The analysis is done using chronological developments in TQM, BE and linking them with the happenings in Indian industry in a cause–effect way; develop a “source to sink” framework to track the various actions implemented by companies to drive BE in their quest to performance excellence, and to analyse the root causes for the success of the actions; illustrate the conclusions through two case studies, of two different companies from India, on the varied results achieved from following two different BE models, one, the MBM by Tata Steel, and, two, the EFQM by BHEL, both award-winning companies, for instilling “excellence” in performance; and develop a model to correlate the observations from the companies using two constructs, identifying latent variables and actions that have been taken to address the outcomes of the variables. Findings The findings show that the actions taken by the companies are different, under the two models. The reasons for these different actions have been described, and the impact of these on the latent variables and outcomes have been tracked. There are six reasons why the results are different. Research limitations/implications The study has highlighted the efforts by two role model companies. These are “comparisons of the best in the business” in their respective industries. However, one needs more studies to verify and establish whether the six reasons described are the ones which are most impactful. More companies need to be studied, and, based on the outcomes, one can establish the “best choice of the BE model” for Indian companies. Practical implications The results of the study show that using different BE models can affect the results. A non-optimal choice may lead to longer time and lower results. Social implications Excellent companies are sustainable, which means that they eliminate waste, operate in an environmentally friendly manner and address social issues. Speedily achieving excellence can lead to faster use of sustainable operations. Originality/value The work is original in the following ways: data collection through assessment teams; experience through personal engagement; identifying six reasons and two constructs which could lead to different results.
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6دورية أكاديمية
المؤلفون: Wongrassamee, S., Simmons, J.E.L., Gardiner, P.D.
المصدر: Measuring Business Excellence, 2003, Vol. 7, Issue 1, pp. 14-29.
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المؤلفون: Rick L. Edgeman
المصدر: Edgeman, R 2017, ' Routinizing peak performance and impacts via virtuous cycles ', Measuring Business Excellence, vol. 21, no. 3, pp. 261-271 . https://doi.org/10.1108/MBE-03-2017-0003
مصطلحات موضوعية: Value (ethics), Organizational Behavior and Human Resource Management, Process management, Yield (finance), media_common.quotation_subject, 05 social sciences, Operational excellence, General Business, Management and Accounting, Originality, Excellence, Reciprocity (social psychology), EFQM Excellence Model, 0502 economics and business, 050211 marketing, Business, Lean enterprise, Marketing, 050203 business & management, media_common
الوصف: Purpose The purpose of this paper is to improve the ability of enterprises to routinely realize peak performance and produce positive social and environmental impact. Design/methodology/approach An acknowledged operational excellence model – the one behind the globally recognized Shingo Prize for Operational Excellence – is examined in relation to positive reciprocal behavior and the value of creating and reinforcing processes that “pile good upon good” in form of virtuous improvement cycles. Findings Embedding virtuous reciprocity cycles in enterprise culture and routines can help to routinize peak performance. Research limitations/implications Only the Shingo Operational Excellence Model is examined so that other well-known alternatives such as the Malcolm Baldrige Performance Excellence Model and EFQM Excellence Model are not examined. That said, the general structure and content of most excellence models is sufficiently similar that the approach taken herein would likely yield analogous conclusions. Practical implications Inherent in “practices” is that enterprises seek to routinize successful approaches to performance and impact, usually via contextualized implementation of excellence models or “programs” such as lean enterprise. Social implications Offered is one means of creating more positive enterprise cultures. Enterprises with more positive cultures have been shown to also be more productive and to contribute more positively to the fabric of society so that the “piling of good upon good” can extend beyond the borders of the enterprise. Originality/value The contribution herein is one of demonstrating why and how virtuous cycles can be implemented to more routinely yield improved or peak performance.
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8دورية أكاديمية
المصدر: Measuring Business Excellence; 2014, Vol. 18 Issue 3, p38-56, 19p
مصطلحات موضوعية: QUALITY of service, EFQM Excellence Model, TOTAL quality management, GAS industry, BUSINESS planning, MANAGEMENT
مستخلص: Purpose – The major aim of this investigation is to propose a novel approach for evaluating the implementation of the European Quality Award, i.e. the model of European Foundation for Quality Management (EFQM). Design/methodology/approach – The EFQM model includes both enablers and results, while in the service quality gaps model, only the gaps between the organization and customer are studied. In this paper, a new approach has been proposed to assess seven determined gaps in implementing the EFQM model based on the concepts of the service quality gaps model and the ServQual approach. The new approach to the EFQMQual has been examined in Isfahan Province Gas Company using different viewpoints of senior and middle managers and senior experts on four elements of determined gaps. These include perceptions of goals, expectations of goals, perceptions of assessment and expectations of assessment. Findings – Findings indicate that leadership and key results criteria have the lowest and the highest gap values, respectively. In addition, the fifth gap, i.e. the difference between expectations of assessment and perceptions of assessment, has the lowest average, while the seventh gap, i.e. elements of the EFQM model, has the highest average. With regard to the correlation among the seven gaps, it became obvious that there is a significant correlation among the first, fifth and sixth gaps; and also between the fourth and fifth gaps. Finally, based on the Pareto rule, the priority of the criteria related to each of the gaps has also been determined. Research limitations/implications – One of the limitations of this study is the complexity of the concepts in the questionnaires, which makes it difficult for respondents to understand the items of the questionnaires. To overcome this, therefore, the researcher has attached a guideline to the distributed questionnaires. Originality/value – As the literature review indicates, there has not been any research on integrating the concepts of the service quality gaps model, the ServQual approach, and the EFQM model, while also analyzing the weak and strong results obtained from implementing the EFQM model based on such an integrated approach. The significance of the study lies further in the fact that based on an approach similar to the proposed EFQMQual, such concepts can be applied for evaluating the implementation of other quality award systems. [ABSTRACT FROM AUTHOR]
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9دورية أكاديمية
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المؤلفون: Vikas Kumar, Jiju Antony, Jose Arturo Garza-Reyes, Fred Visnevskis
المصدر: Measuring Business Excellence. 19:1-16
مصطلحات موضوعية: Organizational Behavior and Human Resource Management, Government, Quality management, media_common.quotation_subject, General Business, Management and Accounting, Management, Quality management system, Excellence, EFQM Excellence Model, Political science, Business excellence, Russian federation, Quality (business), media_common
الوصف: Purpose – The paper aims to present a review and comparison of the Russian Federation Government Quality Award (RFGQA) with the three major business excellence models, Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM) Award and Deming Prize. Design/methodology/approach – The paper briefly reviews the RFGQA through a desk-top research method. Then, it adapts the comparative approach used in a similar study by Vokurka et al. (2000). Thus, the comparative analysis consisted in contrasting two characteristics of the RFGQA with those of the MBNQA, EFQM Award and Deming Prize, namely, award descriptors (i.e. objectives and criteria) and emphasis placed on excellence criteria (i.e. weighting). The study also includes a mapping assessment to explore up to what extent the RFGQA addresses the criteria of the major models. Findings – Although the RFGQA was designed based on the concept and structure of the EFQM model, the results of the study indicate that there are still differences among them, especially in terms of internal business processes. RFGQA finds more differences with the MBNQA and Deming Prize excellence models than with the EFQM. Practical implications – This research would benefit organisations and managers in Russia, as they will be able to acquire a deeper knowledge on the RFGQA. This may facilitate its awareness and implementation. Originality/value – The paper expands the current knowledge in the area of quality management and models for business excellence, as it is among the very first investigations to have studied the RFGQA model.
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